Business Finance, Indiana Wesleyan University OD Tools – Need 10 more
Description
Students will be able to:
Integrate the Virtuous Business Model © IWU into all parts of organizational development.
Introduction
In this course, the focus is on organization development (OD) with the recognition that any problem resolution produced for the case study institution—IWU in this case—would require management of the change process if the proposed change is to be implemented. To clarify the two concepts (OD and change management), we borrow from the work of Cummings and Worley (2019):
Organization development’s (OD) most distinct and basic feature comes from the ‘development part of its title, which is frequently passed over without considering its meaning and significance in an organization context.’ At the personal level, development is deeply rooted in humanistic psychology, which promotes values of human self-determination, potential and growth. OD helps organizations create conditions where members can enact these values at work and develop to their potential. [And when working well within a composition at the group level, there is goal clarity, task structure, established group norms, and team function resulting in team effectiveness.] At the organization level, development concerns an organization’s capability to be self-regulating, to resolve its own problems, and to adapt to its environment.
Change management, on the other hand, focuses on helping organizations implement specific changes, such as a new organization structure, technology, or work practice. Its values and practices are highly pragmatic and aimed at making change processes more effective and efficient. Change management pays particular attention to how well change is implemented and at what cost and speed, not whether the organization and its members have learned. (italics added for emphasis; p. 3)
At the start of an OD initiative, it is important to take inventory of the conceptual frameworks that will be used and the tools available for completion of the consultative work. A conceptual framework systematically integrates several concepts, assumptions, beliefs, expectations, and theories, and is typically shown in graphic form to depict “the relationships among them” (Miles & Huberman, 1994, and Robson, 2011, as cited in “Conceptual Framework,” n.d., p. 39). An advantage to using frameworks is that complex systems are easier to understand and apply. More importantly, they can point out knowledge deficiencies (i.e., inaccurate, incomplete, or biased ways of thinking). A disadvantage is that the use of any single framework is necessarily finite in its framing and, therefore, could inhibit one’s ideation (or out-of-the-box thinking) without the use of multiframe thinking.
Three frameworks are considered here. First is the Four-Frame Model. Refer to Exhibit 1.1 Overview of the Four-Frame Model introduced in the first chapter of the course textbook written by Bolman and Deal (2017). The second framework is one that you have become quite familiar with in the DeVoe School of Business DBA program—the Virtuous Business Model © IWU. Refer to Figure 1. The third framework is an adaptation to the Comprehensive Model for Diagnosing Organizational Systems by Cummings and Worley (2009). See Figure 2.
What is multiframe thinking? Bolman and Deal (2018) explain further in reference to their Four-Frame Model:
The overview of the four-frame model shows that each of the frames has its own image of reality. You may be drawn to some and put off by others. Some perspectives may seem clear and straightforward, while others seem puzzling. But learning to apply all four deepens your appreciation and understanding of organizations. Galileo discovered this when he devised the first telescope. Each lens he added contributed to a more accurate image of the heavens. Successful managers take advantage of the same truth. Like physicians, they reframe, consciously or intuitively, until they understand the situation at hand. They use more than one lens to develop a diagnosis of what they are up against and how to move forward. (p. 19)
Just as Galileo added new lenses to sharpen the image of the heavens, you, too, are given the opportunity to reflect on and plan for the use of the frameworks in the team’s consultative engagement. Further, the team will begin to assimilate a cache of OD tools in preparation of the diagnostic and designed intervention work to be completed in later ADP steps.
Effective organization development requires planning and constant refinement. If you’re embarking on a major cultural or organizational shift, organization development tools can help you assess where you are, determine where you ought to go, and make a plan for getting there. (ATD, n.d., para. 1)
“Leaders fail when they take too narrow a view. Unless they can think flexibly and see organizations from multiple angles, they will be unable to deal with the full range of issues they inevitably encounter” (Bolman & Deal, 2017, p. 421).
For this step, the team will formally determine its knowledge deficiencies related to the central concepts of organizational development, as well as the core problem question:
Amid the challenges faced by U.S. higher education and liberal arts colleges, especially Christian colleges, how can Indiana Wesleyan University build a long-term, sustainable future while remaining true to its mission, vision, and values as a Christ-centered academic institution?
The deliverables for this step are:
Reframing Multiframe Thinking: Articulation of how the Virtuous Business Model © IWU will be integrated with two other framing models: The Four-Frame Model and the adaptation of the Comprehensive Model for Diagnosing Organizational Systems.
OD Toolbox Assimilation: Creation of an OD Toolbox for use in the consulting engagement.
Concept Map: Based on new insight of OD concepts and tools and the presenting problem, complete a concept map.
Need-to-Know Worksheet: Develop a worksheet to identify what the team already knows, what it needs to know, assumptions of team members, where to locate more information, etc.
Resources
Bolman, L. G., & Deal, T. E. (2017). Artistry, choice, and leadership: Reframing organizations (6th ed.).
John Wiley & Sons, Inc.
Cummings, T. G., & Worley, C. G. (2019). Organizational development & change (11th ed.). Cengage.
Maxwell, J. A. (2005). Qualitative research design: An interactive approach. Thousand Oaks, CA: Sage.
https://www.sagepub.com/sites/default/files/upm-binaries/48274_ch_3.pdf
Kauffman, S., Elliott, M., & Schmueli, D. Frames, framing, and reframing. Beyond Intractability.
(Original Publication September 2003, updated in June, 2013 and again in June, 2017 by
Heidi Burgess). https://www.beyondintractability.org/essay/framin
Instructions for Deliverable
OD Toolbox Assimilation. In preparation of the OD consultative work, a Toolbox will be assimilated to include various tools that are useful in all phases of organization development. A suggested number of tools that an OD practitioner should have readily available is 100+. For the team’s engagement in this case, a minimum of 50 tools will be identified, many of which are likely already quite familiar to each member (e.g., 5 why’s, action map, affinity diagram, agenda, force-field analysis, Ishawaka [fishbone] diagram, ladder of inference, flow charts, job crafting, Johari window, metaphor, the PESTEL model, Porter’s Five Forces model, team contract, and more). Such tools are useful in all OD phases, but tend to be concentrated in higher numbers in the diagnostic phase and in the design and development of interventions.
Review the rubric to make sure you understand the criteria for earning your grade.
Assimilate an OD Toolbox to include a minimum of 50 tools that are useful for the four phases/activities of general planned change initiatives, as identified by Cummings and Worley (2019): (a) entering and contracting, (b) diagnosing, (c) planning [interventions] and implementing change, and (d) evaluating and reinforcing change, with an emphasis on providing a greater number of diagnostic and intervention tools.
The OD Toolbox is to be submitted per the Team OD Consulting Contract, but no later than the end of Workshop Three.
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